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Promoting Human Resources in the Public Sector: CRITICAL ROLE OF HUMAN CAPITAL IN THE PERFORMANCE OF PUBLIC SERVICES IN

Promoting Human Resources in the Public Sector: CRITICAL ROLE OF HUMAN CAPITAL IN THE PERFORMANCE OF PUBLIC SERVICES IN AFRICA. Regional Workshop Organized by CAFRAD 21-25 June 2010 -Tangier –Morocco. Addressing the Concerns of Human Resources Management in Africa.

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Promoting Human Resources in the Public Sector: CRITICAL ROLE OF HUMAN CAPITAL IN THE PERFORMANCE OF PUBLIC SERVICES IN

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  1. Promoting Human Resources in the Public Sector: CRITICAL ROLE OF HUMAN CAPITAL IN THE PERFORMANCE OF PUBLIC SERVICES IN AFRICA Regional Workshop Organized by CAFRAD 21-25 June 2010 -Tangier –Morocco

  2. Addressing the Concerns of Human Resources Management in Africa Amb (Dr) Mohammad Ahmad Wali June 2010

  3. Structure of Presentation

  4. Structure of Presentation

  5. Africa’s Concerns about HRM

  6. Africa’s Concerns about HRM

  7. Structure of Presentation

  8. HRM: What Does It Mean?

  9. Structure of Presentation

  10. Objectives & Significance of HRM

  11. Objectives & Significance of HRM

  12. Structure of Presentation

  13. Managing Employees

  14. Managing Employees • Provides leadership • Coordinates the management of employees • Homogeneity & Heterogeneity • Conflict resolution • Internal issues

  15. Managing Employees • Departmental responsibilities • External matters

  16. Managing Employees

  17. Managing Employees

  18. Managing Employees • The importance of the subject is underlined by the eighth World Congress on HR 2000, held in Paris, where a major theme was the changing focus of HR from operational matters to strategic considerations.

  19. Structure of Presentation

  20. Retirement Human resource PRACTICES Processes of entry into, advancement within and exit from the organization:

  21. HR Practices • External factors on HR practices • New mandate: strategic planning

  22. Structure of Presentation

  23. CHALLENGES

  24. CHALLENGES

  25. Structure of Presentation

  26. Addressing the Concerns of HRM in Africa

  27. Addressing the Concerns of HRM in Africa

  28. Addressing the Concerns of HRM in Africa • HR strategy is supported by information technology in the form of human resource information systems and workforce management systems • Success will come from organizational capabilities such as speed, responsiveness, agility, learning capacity, and employee competence.

  29. Addressing the Concerns of HRM in Africa • Ideas and Innovation

  30. Addressing the Concerns of HRM in Africa • Human resources is the ultimate competitive factor. • It is a highly complex factor. And a factor that needs to be continually monitored, nurtured, renewed, and developed in order to result in desired organizational performance. • HR department would need to assume a central role in helping organization fulfil its highest-level strategic and economic objectives. • Successful organizations will be those that are able to quickly turn strategy into action, to manage processes intelligently and efficiently, to maximize employee contribution and commitment; and to create the conditions for seamless change.

  31. Addressing the Concerns of HRM in Africa Human resource managers and executives can:

  32. Addressing the Concerns of HRM in Africa Human resource managers and executives can:

  33. Addressing the Concerns of HRM in Africa Human resource managers and executives can:

  34. Addressing the Concerns of HRM in Africa Human resource managers and executives can:

  35. Addressing the Concerns of HRM in Africa Human resource managers and executives can:

  36. Addressing the Concerns of HRM in Africa • Tangier Declaration 1994: Investment in human resources constituted an essential basis for the development of Nations and a principal factor for achieving progress and welfare. • Education • Health

  37. Structure of Presentation

  38. EMERGING Picture

  39. EMERGING Picture

  40. EMERGING Picture

  41. EMERGING Picture: other issues

  42. EMERGING Picture: OTHER ISSUEs

  43. Structure of Presentation

  44. References • Bhattacharya, Mohit 2002. Public Adminstration. World Press:Kolkata • Bruss, Sonja 2000. Tendencies towards the Strategic Role of the Human Resource Management Function: Four Seasons as a Control Sample • Debrah, Yaw A. 2004. Human resource management in Ghana, in Budhwar, Pawan S. & Debrah, Yaw A. (Ed) 2004.Human Resource Management in Developing Countrie. Routledge • Dery, Kristine Frances 2003. How Do Organizations Align Human Resources Management with Information Technology? An Exploration Study of Four Australian Firms. Department of Management, University of Melbourne • Tessema, MussieTeclemichael and Soeters, Joseph L.  2006. Challenges and prospects of HRM in developing countries: testing the HRM–performance link in the Eritrean civil service. Int. J. of Human Resource Management 17:1 January 2006 86–105

  45. References • Budhwar, Pawan S. & Debrah, Yaw A. Edited 2004.Human Resource Management in Developing Countrie. Routledge • Ulrich, D. (1997), “Judge me more by my future than by my past”, Human Resource • Arthur, Jr., Winfred; Woehr, David /; Akande Adebowale; and Strong, Mark H. 1995. Human resource management in West Africa: practices and perceptions, The International Journal of Human Resource Management 6:2 May 1995

  46. Questions for consideration • Pattern of recruitment in African countries • Promotion, posting and transfer criteria • Measuring performance • Salary classification • Nature of incentives • Condition for disciplinary measures • Process of disengagement from service • How, when and to what extent do HR practices affect HRM outcomes (HR competence, motivation, role clarity and retention)? • How do HRM outcomes in turn affect employee performance in the context of African civil service?

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